Mutual Savings Association - Company Profile

Single Source of Truth

Document Version: 1.0
Last Updated: November 17, 2025
Prepared By: Kyle Graham & Claire Fabella
Source: Discovery Call Transcripts & Onboarding Materials

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Quick Reference

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Table of Contents

1. Company Overview
2. Brand Story & Heritage
3. Organizational Structure
4. Products & Services
5. Target Markets & Customers
6. Ideal Customer Profile
7. Competitive Positioning
8. Unique Value Propositions
9. Current Marketing Status
10. Strategic Objectives
11. Messaging Framework
12. Campaign Opportunities

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Company Overview

Basic Facts

Legal Name: Mutual Savings Association
Structure: Mutual Savings and Loan (State-chartered institution)
Founded: 1888 (136+ years)
Asset Size: $380 million
Headquarters: Lenmore, Kansas

Geographic Footprint

Primary Market:

• Northeast Kansas
• Northwest Missouri
• Kansas City metropolitan area bedroom communities

Branch Network:

• Main Office: Lenmore, Kansas
• Branches: 5 outlying locations in bedroom communities
• LPO: Savannah, Missouri (Loan Production Office)

Market Strategy:

• Local focus only - no national deposit gathering
• Specifically targets communities within branch service area
• Mutually-owned structure requires local deposit relationships

Leadership

Key Contacts:

• Tyler Swift - Chief Operating Officer (COO)
• Ryan - Senior Lender
• Josh - (Leadership role)

Organizational Philosophy:

• Flat structure with minimal bureaucracy
• Decision makers accessible at all levels
• No marketing department (ad-hoc efforts)
• Responsive board for loan approvals

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Brand Story & Heritage

Origin Story (1888)

In 1888, a group of community members faced a common problem: the "Robber Baron bankers" of the era weren't providing home loans or meeting the financial needs of everyday people. Rather than accept this situation, they made a revolutionary decision - they pooled their resources and created a mutual institution to help each other.

This wasn't just a business decision; it was a community commitment. From day one, Mutual Savings Association has been owned by its depositors, not outside stockholders. This fundamental structure has remained unchanged for over 136 years.

Evolution

Original Foundation (1888-1950s):

• Residential mortgage lending
• Savings accounts and Certificates of Deposit (CDs)
• "Your home loan and your CDs" - nothing else

Expansion Era (1960s-2000s):

• Evolved into full-service banking
• Added commercial lending
• Expanded consumer products
• Remained true to mutual ownership structure

Modern Era (2000s-Present):

• Focus on construction lending
• Small business banking emphasis
• Wealth management subsidiary
• Award-winning service recognition

Core Philosophy

"Good FOR You, Not Just Good TO You"

This internal mantra captures the essence of Mutual Savings' approach:

• Not just friendly service, but genuine financial guidance
• Helping customers make smart decisions
• Having their back through every financial stage
• Partner, not just provider

Mutual Ownership Advantage

What It Means:

• Depositors literally own the bank
• No stockholder profit pressures
• Customer success = bank success
• Vested interest in depositor satisfaction
• Increasingly rare in modern banking

Why It Matters:

• Alignment of interests with customers
• Long-term relationship focus over short-term gains
• Community commitment built into structure
• Authentic "ownership" experience

Recent Recognition

Extraordinary Bank of the Year Award

• Recognized as #1 bank in the country
• Award criteria: customer service, bank operations, community impact
• Significant differentiator in market
• Third-party validation of service excellence
• Other winning banks report 8x growth acceleration post-award

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Organizational Structure

Structural Characteristics

Organizational Model:

• Flat hierarchy - maximum one level from decision maker
• No holding company - single state-chartered institution
• No complex ownership - no multiple charters or layers
• Simple governance - responsive board, local decision-making

Why This Matters:

• Faster decision-making than competitors
• Direct access to leadership for customers
• Reduced bureaucracy
• Personal accountability at all levels

Comparison to Competitors

Department Structure

Limited Bureaucracy:

• No dedicated marketing department
• No large treasury management division
• Focus on core banking relationships
• Lean, efficient operations

This Creates:

• Lower overhead
• More personal service
• Direct relationships
• But also limits services for very large businesses

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Products & Services

Product Portfolio

1. Small Business Banking ⭐ PRIMARY FOCUS

Small Business Checking Accounts

• Operating accounts for businesses under 50 employees
• Low-cost deposit solutions for micro-businesses
• Business banking for professionals and consultants
• CURRENT STRATEGIC PRIORITY - driving deposit growth

Business Lending

• Construction lending (core competency)
• Business acquisition loans
• Commercial real estate
• Equipment financing
• SBA alternatives (simpler, faster process)
• Working capital solutions

Delivery Advantage:

• Rapid decision-making (days vs. months)
• Direct access to decision makers
• Flat approval process
• Local control (no remote committees)

2. Residential Mortgage Lending (Heritage Product)

Products:

• Purchase mortgages
• Refinancing
• Home equity loans and lines of credit

Historical Foundation:

• Original 1888 product offering
• Core competency and heritage
• Still important but not growth focus

3. Consumer Banking

Deposit Products:

• Personal checking accounts
• Savings accounts
• Certificates of Deposit (CDs) - heritage product
• Money market accounts

Consumer Lending:

• Personal loans
• Auto loans
• Home equity products

4. Wealth Management (Through Subsidiary)

Services:

• Investment advisory
• Retirement planning
• Employee benefit programs
• Financial planning

Integration Opportunity:

• Helps retain full business relationships
• Example: Chris Collins uses for employee benefits
• Differentiator for small business owners

Service Limitations (Important to Note)

Not Currently Offered:

• Treasury Management services (limits ability to serve businesses over 100 employees)
• Complex commercial banking products for large corporations
• National deposit gathering programs
• Sophisticated international banking

Strategic Choice:

• Focus on segment they can serve excellently
• Better to say "no" than serve poorly
• Authentic about capabilities
• Quality over quantity

Product-Market Fit

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Target Markets & Customers

Primary Target Market: Small Business Owners

Demographic Profile:

Business Size:

• Less than 50 employees (sweet spot)
• Often under 20 employees
• Micro-businesses and solopreneurs welcome
• Home-based professionals (consultants, advisors)
• Small professional firms (accounting, legal, medical)

Business Types:

• Service-based businesses
• Professional practices
• Local retail
• Construction and trades
• Consultants and coaches
• Small manufacturers

Business Stage:

• Established businesses (3+ years)
• Business acquisition candidates
• Expansion-stage businesses
• Second-location growth

NOT Targeting:

• Fortune 500 companies
• Businesses over 100 employees
• National chains
• Companies needing complex treasury management

Psychographic Profile

Values & Priorities:

• Personal relationships over transactions - wants to know their banker
• Speed and responsiveness - time is money
• Direct access to decision makers - tired of bureaucracy
• Trust and partnership - seeks advisors, not vendors
• Fairness over rock-bottom pricing - willing to pay fair rates for great service
• Community orientation - values local decision-making
• Simplicity - appreciates straightforward processes

Pain Points:

• Big bank frustration - feeling like "just a number"
• Bureaucratic nightmares - months-long approval processes
• Lack of access - can't reach actual decision makers
• Bait-and-switch experience - friendly with deposits, nightmarish with loans
• SBA complexity - overly onerous processes
• Committee uncertainty - loans going to distant committees
• Time waste - too busy to navigate complex systems

Behavioral Patterns:

• Often banks with multiple institutions (loans one place, deposits another)
• Arrives through lending relationship (usually frustrated with other banks)
• Has tried SBA or large banks and struck out
• Makes decisions based on trust and relationship
• Refers other business owners when satisfied
• Doesn't constantly rate-shop once trust is established
• Values time over marginal rate differences

Secondary Target: Existing Customers with Split Relationships

Profile:

• Current business loan customers
• Have deposits at Fidelity, Schwab, credit unions, or competitors
• Trust Mutual Savings for lending
• Need encouragement/education to consolidate

Opportunity:

• Convert loan-only to full relationship
• Lower acquisition cost (already customers)
• High conversion potential (already trust bank)
• Immediate revenue impact

Barrier:

• Habit and inertia
• "If it ain't broke" mentality
• Lack of awareness of checking products
• Historical perception as "loan bank only"

The "87-13 Principle"

Concept:

• 87% of customers generate minimal profit
• 13% of customers generate majority of profit
• Focus on acquiring and retaining the 13%

The 13% Customer Profile:

• Full banking relationship (loans + deposits + wealth management)
• Multiple products and services
• Low maintenance (high trust)
• Refers others
• Growing businesses (expanding needs)
• Values partnership over price

Example: Chris Collins

• Purchased business with Mutual Savings loan
• Moved all accounts immediately (even when inconvenient)
• Added wealth management through subsidiary
• Opened second location (financed without shopping rates)
• Calls before making business decisions
• Views Mutual Savings as "his bank"
• This is the model to replicate

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Ideal Customer Profile

"Chris Collins" - The Model Customer

Background:

• Small business owner
• Purchased existing business 5 years ago (during COVID)
• Tried other options including SBA and struck out
• Frustrated with conventional bank processes

Initial Engagement:

• Came to Mutual Savings for business acquisition loan
• Bank structured deal when others couldn't/wouldn't
• Experienced rapid approval and personal service

Relationship Evolution:

1. Business acquisition loan approved
2. Moved all business checking immediately
3. Added personal accounts
4. Enrolled in wealth management subsidiary
5. Opened second location (financed through MSA without shopping)
6. Now consults bank before major business decisions

Key Behaviors:

• Doesn't shop rates - trusts the bank
• Refers other business owners
• Expands relationship naturally
• Views bank as partner, not vendor
• "Mutual Savings is MY bank"

Why He Stays:

• Trust established through challenging transaction
• Above-and-beyond service during loan process
• Direct access to decision makers (Tyler, Ryan)
• Fair pricing without games
• Time savings (no rate shopping needed)
• Confidence in recommendations

Ideal Customer Attributes

Professional Characteristics:

• Time-starved: Too busy running business to constantly shop banks
• Decision-maker: Owner or C-level with authority
• Growth-oriented: Planning expansion, additional locations, acquisitions
• Relationship-focused: Values partnerships over transactions
• Referral-likely: Well-connected in business community

Financial Characteristics:

• Significant deposits: Multiple accounts (operations, accumulation, acquisition, taxes)
• Regular borrowing needs: Growth-driven financing requirements
• Wealth management potential: Employee benefits, retirement planning needs
• Low rate sensitivity: Values service over rock-bottom pricing
• Multiple accounts: Operating accounts with significant daily balances

Psychological Characteristics:

• Big bank refugees: Frustrated with impersonal mega-banks
• Bureaucracy-averse: Hates complex processes and endless waiting
• Trust-driven: Once trust is established, highly loyal
• Advisor-seeking: Wants guidance, not just products
• Community-minded: Values local decision-making and community banks

Customer Journey

Stage 1: Frustration

• Having problems at current bank
• Facing financing challenge (acquisition, expansion)
• May have tried SBA and been overwhelmed
• Seeking alternatives to big banks

Stage 2: Discovery

• Hears about Mutual Savings through referral
• Learns about rapid decision-making
• Initial call to discuss lending needs

Stage 3: First Engagement - Lending

• Meets directly with decision makers (Tyler, Ryan, Josh)
• Rapid needs assessment
• Quick yes/no - no months of uncertainty
• If yes, streamlined approval process
• Personal attention throughout

Stage 4: "Wow Moment"

• Experience far exceeds expectations
• Loan approves when others said no, or approves much faster
• Personal service feels different
• Direct access to leaders impresses

Stage 5: Relationship Expansion

• Moves checking accounts (may not be immediate)
• Consolidates banking relationship
• Adds wealth management services
• Views bank as financial partner

Stage 6: Advocacy

• Refers other business owners
• Returns for additional borrowing needs without shopping
• Consultations before major decisions
• Considers bank "my bank"

Anti-Persona: Who We DON'T Serve Well

Large Corporate Customers:

• 100+ employees
• Need treasury management services
• Require complex commercial products
• Multi-state operations

Pure Rate Shoppers:

• Only care about lowest rate
• Constantly shopping
• No loyalty or relationship interest
• Transactional mindset

National/Non-Local Businesses:

• Outside service area
• No local presence
• Can't build face-to-face relationships

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Competitive Positioning

Competitive Landscape

Large National Banks

Examples: Chase, Bank of America, Wells Fargo, US Bank

Their Approach:

• High-volume, transactional model
• Centralized decision-making
• Multiple layers of bureaucracy
• Call center customer service
• National/regional loan committees
• Stockholder profit focus

Their Weaknesses (Our Opportunities):

• Months-long approval processes
• No direct access to decision makers
• Impersonal service
• "Friendly Betty at front desk" but nightmare when borrowing
• Complex, opaque processes
• Customers feel like numbers

Our Advantages:

• Days vs. months for decisions
• Direct access to decision makers from day one
• Personal, name-basis relationships
• Consistent experience across all products
• Transparent, simple processes
• Customers are owners

Regional/Community Banks

Examples: Local banks in Kansas City metro area

Their Approach:

• Claim community focus
• Larger than Mutual Savings but still regional
• Loan committees often in Kansas City (not local)
• Multiple management layers despite "community" branding
• Stockholder-owned

Their Weaknesses (Our Opportunities):

• Still bureaucratic despite smaller size
• 2-4 layers to decision makers
• Loan committees in remote offices
• Weeks to months for approvals
• Not truly "flat" organizations
• Can't match our speed

Our Advantages:

• Flatter structure even than other community banks
• Truly local decision-making (no KC committee)
• Faster approvals
• More direct access
• Mutual ownership (they're stockholder-owned)
• Extraordinary Bank of the Year recognition

Credit Unions

Their Approach:

• Member-owned (similar to mutual)
• Focus on consumer banking
• Limited business banking sophistication
• Lower rate emphasis

Their Weaknesses:

• Less business banking expertise
• Limited commercial loan capacity
• Fewer business services
• Less wealth management integration

Our Advantages:

• Business banking specialists
• 136 years of lending experience
• Wealth management subsidiary
• Award-winning service
• More sophisticated business solutions

Competitive Matrix

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Unique Value Propositions

1. Mutual Ownership Structure

What It Is:

• Founded 1888 as depositor-owned institution
• No stockholders - customers are literal owners
• Maintained structure for 136+ years
• Increasingly rare in modern banking

Why It Matters:

• Perfect alignment of interests
• Customer success = bank success
• No pressure to maximize stockholder profits at customer expense
• Long-term relationship focus
• Authentic community commitment

Proof Points:

• 136 years of consistent structure
• Survived bank consolidation waves
• Remained independent
• Award-winning service results from ownership model

Messaging: "You're not just a customer - you're an owner. Since 1888."

2. Flat Organizational Structure

What It Is:

• Maximum one level from decision maker anywhere in organization
• For small business clients: ZERO levels - talk directly to decision makers
• No bureaucratic layers
• Senior lenders ARE the decision makers

Why It Matters:

• Fastest decision-making in market
• No frustrating layers to navigate
• Personal accountability
• Direct communication
• Rapid answers

Proof Points:

• Small business clients talk directly to COO (Tyler) or Senior Lenders (Ryan)
• Compare to competitors: 3-7 layers to reach decision makers
• Board is responsive (only one level up when needed)
• Customers report dramatically faster service

Messaging: "Talk to the decision maker from day one. No layers. No bureaucracy. No waiting."

3. Rapid Loan Decision Process

What It Is:

• Decisions in days or weeks, not months
• Quick "yes" or "no" from the start
• No black box decisioning
• Face-to-face assessment

Why It Matters:

• Business owners can plan without uncertainty
• Fast "no" better than slow "maybe"
• Time is money for small businesses
• Competitive advantage when others take months

Proof Points:

• Customers report months of waiting at other banks
• Qualified borrowers stuck in approval purgatory elsewhere
• Even smaller community banks take much longer
• Chris Collins: approved when SBA process was "onerous and ridiculous"

Messaging: "Get your answer in days, not months. We give you a quick yes or no so you can make decisions."

4. Direct Access to Decision Makers

What It Is:

• Small business clients speak directly with:
  • Tyler Swift (COO)
  • Ryan (Senior Lender)
  • Other senior leaders
• These aren't advocates - they ARE the decision makers
• No layers, no gatekeepers
• From first conversation to final approval

Why It Matters:

• No telephone game or miscommunication
• Decision makers hear customer story directly
• Faster understanding of situation
• Personal relationship with leadership
• No surprises or changes when "elevated"

Proof Points:

• Unique even among banks much smaller than Mutual Savings
• Compare to large banks: may never meet decision maker
• Compare to community banks: still 2-4 layers away
• Customer testimonials about access

Messaging: "You're talking to the person who can say yes. From your first conversation to final approval."

5. Service Philosophy: "Good FOR You, Not Just Good TO You"

What It Is:

• Internal mantra that drives culture
• Beyond friendly service - genuine financial guidance
• Help customers make smart decisions
• Partner through every financial life stage
• Someone in their corner

Why It Matters:

• Differentiates from "we have great service" (everyone claims that)
• Explains what "service" actually means
• Addresses that friendly teller ≠ good lending experience
• True partnership vs. transaction processing

Proof Points:

• Customers call before making major decisions
• Chris Collins bounces ideas off bank before acting
• Financial guidance beyond just providing products
• Mutual ownership creates vested interest in customer success

Messaging: "We're good FOR you, not just good TO you. A partner who has your back, not just a bank."

6. Community Orientation & Local Decision-Making

What It Is:

• Deep community involvement
• Volunteer work and school sponsorships
• No national deposit gathering
• All decisions made locally (no Kansas City committee)
• Know customers by name and situation

Why It Matters:

• True local bank (not just branded that way)
• Understands local economy and businesses
• Personal relationships, not account numbers
• Money stays in community
• Mutual structure reinforces this

Proof Points:

• Won't gather deposits nationally (by design)
• Focus on Northeast Kansas/Northwest Missouri only
• Branch network in bedroom communities
• Long-tenured staff who know customers
• Active in local community events and sponsorships

Messaging: "Truly local. All decisions made here, not in some distant city. We know you and your community."

7. Award-Winning Validation

What It Is:

• Extraordinary Bank of the Year Award
• Recognized as #1 bank in country
• Independent third-party validation
• Criteria: customer service, operations, community impact

Why It Matters:

• Removes skepticism about service claims
• Third-party proof of excellence
• Differentiator from competitors
• Conversation starter
• Proof of consistent, measurable excellence

Proof Points:

• Only bank in region with this recognition
• Other award winners report 8x growth acceleration
• Based on measurable criteria
• Recent recognition (timely)
• Validatesall the other claims

Messaging: "Extraordinary Bank of the Year. Chosen as the #1 bank in America. Award-winning service isn't a claim - it's proven."

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Current Marketing Status

Marketing Capabilities

Current Team:

• No dedicated marketing department
• No dedicated marketing staff person
• Ad-hoc approach: "Whoever can do it"
• Recent change: Person previously handling marketing is no longer with organization

Current Marketing Technology:

• No marketing automation platform
• No CRM for marketing
• Limited social media tools
• Third-party service (Haverfeld) with limited visibility

Current Marketing Activities

Social Media

• Platform: Facebook only
• Frequency: "A few times here and there"
• Management: Ad-hoc, no consistent owner
• Results: Minimal, no clear metrics

Direct Mail (Haverfeld)

• Program: Targeted household mailings for deposits
• Approach: Mailing to households similar to existing customers
• Also includes: Some geofencing and digital marketing
• Visibility: "Black box" - limited control or insight
• Results: Small correlation between mailings and new customers
• Assessment: "Spray and pray" approach

Digital Marketing

• Current: Minimal beyond Haverfeld
• Strategy: None documented
• Targeting: Broad, not hyper-focused
• Results: Not effectively driving small business checking accounts

Other Marketing

• Website: Exists but not optimized for campaigns
• SEO: Unknown status
• Paid Search: Likely minimal
• Content Marketing: None documented
• Email Marketing: Unknown

Marketing Challenges

Resource Constraints:

• No dedicated marketing staff
• Limited internal expertise
• No clear ownership of marketing function
• Competing priorities for leadership time

Strategic Gaps:

• No comprehensive digital marketing program
• No clear marketing strategy document
• Limited ability to measure effectiveness
• No systematic approach to customer acquisition

Targeting Issues:

• "Spray and pray" approach hasn't worked
• Not hyper-focused on ideal customer profile
• Broad reach vs. targeted precision
• Generic messaging vs. segment-specific

Technology Gaps:

• No marketing automation
• Limited analytics capabilities
• Can't track customer journey
• Difficult to measure ROI

Marketing Results to Date

Awareness:

• Brand awareness has increased in community
• Some recognition from Haverfeld efforts
• Extraordinary Bank of the Year award helping

Acquisition:

• Limited direct correlation between marketing and new customers
• "Very small correlation" of people coming in with flyers
• Not effectively attracting target small business checking accounts
• Minimal direct attribution

Assessment:

• Awareness ≠ acquisition
• Need more targeted approach
• Digital marketing not being leveraged effectively
• Missing opportunity for precision targeting

Marketing Opportunity

The Good News:

• Strong product-market fit
• Clear ideal customer profile
• Powerful differentiators
• Award-winning service to leverage
• Referral potential from satisfied customers

The Transformation Needed:

• Move from "spray and pray" to precision targeting
• Leverage digital marketing's targeting capabilities
• Build systematic, measurable campaigns
• Focus on small business checking account acquisition
• Create attribution and measurement

The Potential:

• Hyper-focused targeting can dramatically increase results
• Digital marketing ideal for precise audience targeting
• Strong brand story and differentiators ready to use
• Award recognition provides credibility
• Existing customer base for conversion campaigns

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Strategic Objectives

Short-Term Objective (This Fiscal Year)

PRIMARY GOAL: Acquire small business checking account deposits

Specific Targets:

1. Convert existing loan customers to full banking relationships

   • Target: Business loan clients without checking accounts
   • Strategy: Education and outreach about checking products
   • Advantage: Already trust bank for lending

2. Attract new small business clients with checking accounts

   • Target: Businesses 1-50 employees in service area
   • Strategy: Targeted digital marketing campaigns
   • Message: Speed, access, award-winning service

3. Meet aggressive deposit growth goals

   • Required to execute strategic plan
   • Focus on low-cost deposits from operating accounts
   • Small business deposits preferred over consumer

Success Metrics:

• Number of new small business checking accounts
• Total deposit growth from small business segment
• Conversion rate of loan-only to full-relationship customers
• Average account size
• Retention rate of new accounts

Timeline: This fiscal year (urgent)

Investment: Dedicated marketing resources required

Medium-Term Objectives (1-3 Years)

Relationship Depth:

• Increase percentage of customers with 3+ products
• Cross-sell wealth management to business owners
• Move customers up the relationship ladder
• Reduce single-product relationships

Market Penetration:

• Become known as THE small business bank in market
• Capture larger share of business under 50 employees
• Leverage award recognition for growth
• Build referral engine from satisfied customers

Efficiency:

• Improve customer acquisition cost (CAC)
• Increase lifetime value (LTV) through relationship banking
• Build systematic marketing and sales processes
• Develop predictable, scalable acquisition

Long-Term Vision

Market Position:

• THE go-to bank for small businesses in Kansas City metro
• First choice for business owners who value relationships
• Known for rapid decisions and direct access
• Award-winning service reputation

Customer Profile:

• Majority of customers = full-relationship clients
• High percentage in "13%" profitable segment
• Strong referral rates from satisfied customers
• Growing businesses staying and expanding with bank

Organizational Capability:

• Sustainable marketing and sales engine
• Measurable, predictable growth
• Data-driven decision making
• Scalable processes

Dream Outcome

The Vision: Replicate the "Chris Collins experience" at scale:

• Small business owners choose Mutual Savings for their complete banking needs
• They start with loans (our strength) but immediately bring deposits
• They add wealth management for themselves and employees
• They don't shop around because trust is established
• They refer other business owners consistently
• They consult bank before major financial decisions
• They say "Mutual Savings is MY bank" with pride
• They expand relationship as business grows

What Success Looks Like:

• Small business checking accounts are primary deposit source
• Conversion rate from loan-only to full-relationship is 80%+
• New customer acquisition is targeted and efficient
• Customers arrive pre-qualified through referrals and marketing
• Bank is known as the small business specialists
• Award recognition amplifies market presence
• Growth is sustainable and profitable

The Compound Effect:

• Each satisfied customer refers 2-3 others
• Referrals are higher quality than cold prospects
• Community reputation builds momentum
• Digital marketing reinforces word-of-mouth
• Bank becomes first call for business owners in market

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Messaging Framework

Brand Positioning Statement

For small business owners who are frustrated with big bank bureaucracy and need rapid access to financing decisions,

Mutual Savings Association is a mutual savings and loan

That provides direct access to decision makers from day one, with loan answers in days instead of months,

Because our flat organizational structure and 136 years of depositor-ownership mean your success is literally our success - you're an owner, not just a customer.

Unlike large banks with endless layers and other community banks with distant loan committees,

We put you face-to-face with senior decision makers immediately, earning Extraordinary Bank of the Year recognition for our award-winning service.

Core Message Pillars

Pillar 1: Ownership Alignment

Theme: "You're an Owner, Not Just a Customer"

Key Messages:

• Since 1888, depositors have owned Mutual Savings Association
• No stockholders - means no pressure to maximize profits at your expense
• Your success is our success (literally)
• 136 years of putting depositors first
• Mutual ownership is increasingly rare and valuable

Emotional Appeal: Belonging, partnership, shared success

Proof Points:

• Unbroken 136-year history
• Mutual structure survived while others converted
• Award-winning service results from aligned interests

Pillar 2: Direct Access

Theme: "Talk to the Decision Maker from Day One"

Key Messages:

• No layers between you and the people who can say yes
• Small business clients speak directly with COO and senior lenders
• These aren't advocates - they ARE the decision makers
• Face-to-face from first conversation to final approval
• No bureaucratic telephone game

Emotional Appeal: Respect, efficiency, personal attention

Proof Points:

• Flat organizational structure (rare even at our size)
• Compare to competitors: 3-10 layers to decision makers
• Customer testimonials about direct access

Pillar 3: Speed to Decision

Theme: "Days, Not Months"

Key Messages:

• Loan decisions in days or weeks, not months
• Quick yes or no so you can plan
• No endless waiting in approval purgatory
• Time is money - we respect yours
• Fast "no" better than slow "maybe"

Emotional Appeal: Relief, respect, pragmatism

Proof Points:

• Customers report months of waiting at other banks
• Rapid board response when needed
• Qualified borrowers get fast answers

Pillar 4: Partnership Service

Theme: "Good FOR You, Not Just Good TO You"

Key Messages:

• Beyond friendly service - genuine financial guidance
• Partner through every stage of your financial journey
• Someone in your corner making sure you succeed
• Help you make smart decisions, not just sell products
• Mutual ownership means we're invested in your success

Emotional Appeal: Trust, partnership, guidance

Proof Points:

• Customers call before making major decisions
• Long-term relationships (Chris Collins example)
• Financial guidance beyond transactions

Pillar 5: Award-Winning Validation

Theme: "Extraordinary Bank of the Year - Proven Excellence"

Key Messages:

• Recognized as #1 bank in America
• Independent third-party validation
• Award based on customer service, operations, and community impact
• Not just claims - measured excellence
• Only bank in region with this recognition

Emotional Appeal: Confidence, validation, pride

Proof Points:

• Extraordinary Bank of the Year Award (recent)
• Measurable criteria (not subjective)
• Other winners report significant growth impact
• Validates all other claims

Messaging by Customer Segment

For Frustrated Big Bank Refugees

Primary Message: "Tired of being just a number? At Mutual Savings, you're an owner. Talk directly to decision makers who know you by name and get loan answers in days, not months."

Supporting Messages:

• No endless bureaucracy
• No distant loan committees
• No months of uncertainty
• Personal relationships with senior leadership

Tone: Understanding, empowering, relieving

For Business Acquisition Candidates

Primary Message: "Skip the onerous SBA process. Get direct access to experienced lenders who can structure deals and give you rapid answers on business acquisitions."

Supporting Messages:

• SBA alternative with better experience
• Fast decision-making
• Creative deal structuring
• Local decision authority

Tone: Pragmatic, enabling, efficient

For Existing Loan Customers (Without Deposits)

Primary Message: "You trust us for lending. Complete your banking relationship and experience the same award-winning service for your checking and deposits."

Supporting Messages:

• Consistency across all products
• Simplified banking life
• Build on existing trust
• Full relationship benefits

Tone: Inviting, logical, relationship-focused

For Growing Businesses

Primary Message: "As your business grows, you need a banking partner who grows with you. From checking to lending to wealth management - all with people who know your name and your business."

Supporting Messages:

• Scalable solutions
• Relationship continuity
• Proactive partnership
• Comprehensive services

Tone: Forward-looking, partnership, supportive

Message Testing Framework

A/B Test Priorities:

1. Ownership message vs. Speed message (which resonates more?)
2. "Days not months" vs. "Direct access" as primary hook
3. Award recognition prominence (lead with it vs. support with it)
4. Emotional appeal vs. rational appeal balance
5. Community angle vs. efficiency angle

Measurement Criteria:

• Click-through rates
• Conversion rates
• Time on page
• Form completions
• Qualified lead generation
• Customer feedback

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Campaign Opportunities

Campaign 1: Low-Hanging Fruit - Existing Customer Conversion

Objective: Convert business loan customers to full banking relationships

Target Audience:

• Existing business loan customers
• Do NOT have checking accounts with Mutual Savings
• Have deposits at other institutions

Strategy:

• Direct outreach from relationship managers
• Personalized communication (not mass marketing)
• Emphasize consistency of experience
• Education about checking products

Tactics:

1. Data analysis to identify targets
2. Segmentation by loan size/relationship value
3. Personal calls from relationship managers
4. Follow-up email series
5. In-branch conversations at loan reviews
6. Special onboarding incentives

Messaging:

• "You trust us for lending - trust us for everything"
• Consistency of service across all products
• Simplify your banking life
• Already know you and your business

Expected Results:

• Highest conversion rate of any campaign
• Lower acquisition cost (already customers)
• Quick wins to build momentum
• Immediate deposit impact

Timeline: Immediate start, 90-day intensive push

Success Metrics:

• Conversion rate (target 20-30%)
• Deposit dollars added
• Time to conversion
• Retention rate

Campaign 2: Small Business Acquisition - Digital Targeting

Objective: Attract new small business checking accounts

Target Audience:

• Business owners with 1-50 employees
• Located in service area (NE Kansas, NW Missouri)
• Specific industries (professional services, trades, local retail)
• Likely frustrated with current bank

Strategy:

• Hyper-targeted digital marketing
• Focus on speed and access differentiators
• Leverage award recognition
• Lead with checking account offer

Tactics:

1. Facebook/Instagram ads targeted by:
   • Job title (owner, CEO, president)
   • Company size (1-50 employees)
   • Geographic location
   • Industry
2. Google Search ads for:
   • "Business checking [city name]"
   • "Small business loans [city name]"
   • "Community bank [city name]"
3. LinkedIn campaigns targeting:
   • Small business owners
   • Decision makers
   • Local geographic targeting
4. Landing pages specific to campaign
5. Lead magnet: "Small Business Banking Guide"
6. Retargeting to website visitors

Messaging:

• Lead with speed: "Days, Not Months"
• Emphasize direct access to decision makers
• Award recognition for credibility
• Local vs. big bank positioning

Creative Concepts:

• Video: Tyler or Ryan explaining rapid decision process
• Infographic: Decision timeline comparison (MSA vs. competitors)
• Testimonial: Chris Collins story
• Before/After: Big bank frustration vs. MSA experience

Expected Results:

• Higher quality leads than mass marketing
• Better cost per acquisition
• Qualified prospects
• Measurable ROI

Timeline: 6-month campaign with monthly optimization

Success Metrics:

• Cost per lead
• Lead quality score
• Conversion rate to account
• Customer acquisition cost
• Campaign ROI

Campaign 3: Award Recognition - PR & Content

Objective: Amplify Extraordinary Bank of the Year recognition

Target Audience:

• Entire market (awareness building)
• Business community specifically
• Local media
• Industry publications

Strategy:

• Multi-channel PR and content strategy
• Position award as proof of differentiation
• Use as third-party validation in all campaigns
• Build momentum and market buzz

Tactics:

1. Press releases to local media
2. Social media campaign around award
3. Website redesign featuring award prominently
4. Email campaign to existing customers
5. Print ads in business publications
6. Speaking opportunities at business events
7. Case studies showing what award means
8. Branch signage and materials
9. Staff training on award messaging
10. Community event sponsorship with award branding

Messaging:

• "#1 bank in America is right here in [city]"
• "Award-winning service you can experience"
• "What Extraordinary Bank of the Year means for your business"
• "Chosen from all banks in America"

Expected Results:

• Increased brand awareness
• Market differentiation
• Credibility for all other claims
• PR coverage and earned media
• Conversation starter for sales

Timeline: 3-month intensive push, then ongoing integration

Success Metrics:

• Media impressions
• Social media engagement
• Brand awareness metrics (survey)
• Website traffic
• Sales conversation quality

Campaign 4: Referral Engine - Customer Advocacy

Objective: Systematic referral generation from satisfied customers

Target Audience:

• Existing satisfied customers
• Especially "13%" high-value customers
• Those with full relationships
• Business owners with peer networks

Strategy:

• Formalize referral process
• Make it easy and rewarding
• Leverage existing satisfaction
• Build on Chris Collins-type customers

Tactics:

1. Referral program with incentives
2. Customer testimonial videos
3. Case studies for sharing
4. Referral cards for customers
5. Thank you process for referrers
6. VIP events for top referrers
7. Online review campaigns (Google, etc.)
8. LinkedIn testimonial requests
9. Customer advisory board
10. Net Promoter Score (NPS) program

Messaging:

• "Know a business owner who's frustrated with their bank?"
• "The best banking relationships come from referrals"
• "Share your experience"
• "Help a fellow business owner"

Expected Results:

• Highest quality leads (referred customers)
• Lower acquisition cost
• Higher conversion rate
• Strong retention
• Compound effect over time

Timeline: Ongoing program, launch in 30 days

Success Metrics:

• Number of referrals
• Referral conversion rate
• Cost per referred customer
• Referrer satisfaction
• Viral coefficient

Campaign 5: Business Loan + Checking Bundle

Objective: Acquire new customers with complete relationships from start

Target Audience:

• Business owners seeking financing
• Business acquisition candidates
• Expansion-stage businesses
• SBA-frustrated prospects

Strategy:

• Position lending as entry point
• Bundle checking from the start
• Make full relationship the default
• Simplify with package offering

Tactics:

1. Paid search: "Business loans [city]"
2. Content: "Business Loan Guide"
3. Landing page emphasizing rapid decisions
4. Application process includes checking setup
5. Onboarding process for complete relationship
6. Welcome package for new customers
7. Follow-up for wealth management

Messaging:

• "Get your business loan approved in days, and open checking to simplify your banking"
• "Complete banking solution for your business"
• "One bank, one relationship, all your needs"

Expected Results:

• Higher value customers from start
• Full relationships immediately
• Reduced need for conversion campaigns
• Better customer experience
• Higher lifetime value

Timeline: 3-month pilot, then scale

Success Metrics:

• Percentage with checking at loan opening
• Application completion rate
• Time to full relationship
• Customer satisfaction
• Lifetime value

Campaign Sequencing

Phase 1 (Months 1-3):

• Campaign 1: Existing customer conversion (quick wins)
• Campaign 3: Award recognition (build awareness)
• Start developing infrastructure for other campaigns

Phase 2 (Months 4-6):

• Campaign 2: Small business acquisition (scale)
• Campaign 4: Referral engine (launch)
• Continue Phase 1 campaigns with optimization

Phase 3 (Months 7-12):

• Campaign 5: Loan + checking bundle (new approach)
• Scale successful campaigns
• Optimize based on data
• Develop new campaign iterations

Ongoing:

• Monthly review and optimization
• A/B testing of messages and creative
• Data analysis and insights
• Continuous improvement

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Appendix: Key Contacts & Resources

Primary Contacts

Mutual Savings Association:

• Tyler Swift, COO - Primary contact
• Ryan, Senior Lender
• Josh, Leadership

Kyle Graham Marketing Team:

• Kyle Graham - Lead
• Claire Fabella - Account Manager (primary client voice)

Key Documents

• Discovery call transcript (GMT20251104-201621)
• Supplemental transcript (TylerSwift1015)
• Marketing Campaign Onboarding presentation

Important Links

• [Award Recognition: Extraordinary Bank of the Year]
• [Website - current]
• [Google Reviews - 5 stars]
• [Branch locations]

Next Steps

1. Review and approve company profile
2. Gather additional materials (brochures, testimonials, etc.)
3. Begin Campaign 1: Existing customer data analysis
4. Launch Campaign 3: Award recognition
5. Weekly check-ins with Claire Fabella

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Document End

This document is a living resource and should be updated as new information emerges from client interactions, campaign results, and market feedback.